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I’ve worked with 30+ early-stage companies in all sorts of capacities (and spoken to many, many more), so I thought it might be worthwhile trying to classify the various ways that I’ve engaged in different technology roles in startups. It depends on the business, people, technologies, etc. Each situation is just a bit different.
Once you build it, they will now ask you about the key metrics that they need proven in order to see if you really are a good investment. The real reason to build an MVP is to do early tests of key Startup Metrics for the business. " Once you have the metrics defined, it focuses your effort. To prove/disprove a hypothesis.
I'm going to be looking at aspects like: Things to consider before building your MVP Features often overlooked when documenting an MVP for developers Understanding important metrics you want to measure Risks and challenges in developing an MVP. It should be a fun evening with lots of interesting conversation.
I’ve been having discussions with several people recently about the role of the CTO (Chief Technology Officer) in very early stage companies. What technology research is required? What technologies will we use? What metrics are going to be the key startup metrics and how do we get those metrics without too much cost?
My role is to work as part of the team to (1) understand related technologies and technical opportunities, (2) understand and help drive alignment around a vision of where the business should go, and (3) mesh those together to help make disciplined, proactive technical decisions. So, what is my role as an acting CTO?
With the latest advances in software technology, it’s no longer cost-prohibitive for business entrepreneurs, who can’t yet afford a human resources department, to take advantage of analytics tools. Use data analysis and metrics to measure for results. Subjectively measuring employee engagement.
Words alone, like “improved efficiency”, “paradigm shift,” and “breakthrough technology” won’t convince people to follow you. For example, early adopters may be easily sold, but new technology product success really hinges on adoption by certain demographics, perhaps more influenced by celebrities or mommy bloggers.
It may not be as sexy, but starting a new business that builds on an existing technology or business model is usually less risky than introducing that ultimate new disruptive technology. There is always time later for your next startup, using that disruptive technology of your dreams.
And with the rise of modern technology-driven businesses, the same is true of management in the business world. Earliest warning metrics: What good is information if you can’t act upon it in a timely manner? Find metrics that will be “leading indicators” of trouble to come.
Put simply – you need enough users in a segment who care about what you’re doing to dictate investing further in the product or in sales & marketing resources. The team has stated it and has built metrics around key goals for future success. You need product / market fit. INNOVATOR’S DILEMMA.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers. Implement a modern real business model.
Sometimes you have to be willing to jeopardize current revenue streams to penetrate new markets or technologies. As companies grow, they tend to become more structured, to the point of discouraging risk by team members, and using metrics to identify mistakes and allocate bonuses. Limit resources to be applied to optimizing processes.
And with the rise of modern technology-driven businesses, the same is true of management in the business world. Earliest warning metrics: [Email readers, continue here…] What good is information if you can’t act upon it in a timely manner? Find metrics that will be “leading indicators” of trouble to come.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers. Implement a modern real business model.
Words alone, like “improved efficiency”, “paradigm shift,” and “breakthrough technology” won’t convince people to follow you. For example, early adopters may be easily sold, but new technology product success really hinges on adoption by certain demographics, perhaps more influenced by celebrities or mommy bloggers.
It may not be as sexy, but starting a new business which builds on an existing technology or business model is usually less risky than introducing that ultimate new disruptive technology. There is always time later for your next startup, using that disruptive technology of your dreams.
It takes trusting management, good metrics, and entrepreneurial employees. My employees will lose control of their time and resources. Let your employees manage their own time –– but provide tools and resources. But technology makes the miles disappear. ” All our remote. Virtual employees can be more productive.
Elon Musk, who obsesses with metrics and constantly asks for employees to feed him their concerns but makes bold moves on his own. In technology–based enterprises, the question of leadership vision becomes mixed with leadership style. Steve Jobs, who was known to be in charge of each detail in design.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Innovative technologies have no value until they are turned into solutions to real customer problems. People are your best innovation resource. Set milestones and meet them.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers. Implement a modern real business model.
Unfortunately, with limited resources, this isn’t possible, and it frustrates customers and the team. It’s important to define your growth strategy, document it, communicate it to your team, and align metrics and employee rewards to target goals. The most common approach I see to achieving this is to do more of everything for everyone.
Have the breakthrough technology. Good press and industry mojo wasn’t enough to overcome the financial metrics of the business and the offers came in at more like $10 million. Join because as we continue our successes we will have more resources to reward you with and reward we will. Are tacking. It’s inefficient.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers. Implement a modern real business model.
Words alone, like “improved efficiency”, “paradigm shift,” and “breakthrough technology” won’t convince people to follow you. For example, early adopters may be easily sold, but new technology product success really hinges on adoption by certain demographics, perhaps more influenced by celebrities or mommy bloggers.
Hamet Watt: I am going to be looking at innovation companies, with an obvious focus on technology companies. That includes stuff like wearables, wellness technology, things relevant to human performance, all of those areas are super interesting to me. That might be overused, but it''s an important metric.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Innovative technologies have no value until they are turned into solutions to real customer problems. People are your best innovation resource. Set milestones and meet them.
Excellent detailed resources are everywhere, including a classic book, “ The Startup Checklist ,” by serial entrepreneur and founder of the New York Angels, David S. Years ago, it cost a million dollars for a new e-commerce site, one that you can now create for almost nothing with current tools and technology.
Most of the entrepreneurs I meet as an investor and advisor have no shortage of right-brain thinking, showing vision and creativity, but often don’t realize that their potential is being limited by a balancing focus on results, metrics, and customer specifics. Every balanced leader does marketing early.
Most social media outlets don’t require a subscription charge, but they certainly require an investment – in people, in technology, your reputation, and your time. Return-On-Investment metrics are not new, but the tools are different. As with any resource or tool, you need to optimize your social media costs against a targeted return.
As a startup, you need to use your limited resources to excel at a few core things for your best customers, in order to stand out and get the momentum going. Pick a single metric that is the focus for all growth. In this age of technology, the advent of a better alternative is inevitable. Less is more.
Our interview this morning is with Scott Cannon , the CEO of BigRentz (www.bigrentz.com), which is creating an online marketplace for big equipment--an industry known notoriously as not adopting new technology. They've been resistant to technology for a long time. Scott tells us how the company--backed by St.
The best CEOs realize that they must transition from being individual contributors to team builders and adjudicators who settle conflicts of “resource allocations.” So it makes me laugh to this day when I talk with a journalist or potential investor in the company and they ask flippantly, “How is MakeSpace a technology company?”
Technology was changing the business and our jobs as agents and managers, and we needed to figure out how to leverage tools to create more opportunities. Accounting and administration fell on an individual, who didn't have the resources, the accounting division a studio might have.
Most social media outlets don’t require a subscription charge, but they certainly always require an investment, sometimes large, in people, in technology, your reputation, and your time. Return-On-Investment metrics are not new, but the tools are different. Your Twitter and YouTube messages better match your print advertising message.
As a potential investor, I always think of the high rate of failure of disruptive technologies, due to the longer learning curve of customers, infrastructure change consistently required, and higher marketing costs. Take accountability for execution by enabling success through resources, attention, and care.
Elon Musk often talks about identifying all the dimensions of a problem, such as lower cost battery technology, as the key to moving the electric vehicle industry ahead. Make sure that you implement a metric with each solution, to prevent the issue from recurring, and check for side effects and follow-on side effects.
Elon Musk, who obsesses with metrics and constantly asks for employees to feed him their concerns but makes bold moves on his own. Email readers, continue here…] In technology–based enterprises, the question of leadership vision becomes mixed with leadership style.
Businesses firmly ensconced down an existing path find it hard to leave their comfort zone or jeopardize current revenue streams, and tend to prioritize the value of incremental change, even in the face of new markets, technology, or economic conditions. Efficiency focus strips away resources from innovation.
What happens when you have a really good developer is that a gap exists where you may not ask the right questions to specify the right system, consider appropriate 3rd party technologies, etc. Provide the metrics you are trying to achieve. Many are not interested in 3rd party technologies that can streamline development.
Most new businesses need three to five advisors or board members to regularly evaluate progress and resource needs, as well as your own leadership. Quantify the results, and avoid any fuzzy words, such as better usability, advanced technology, or more productivity. Put operational systems and metrics in place early.
On the other end of the spectrum are ideas that truly represent a disruptive technology , or could lead to real social or environmental change. Examples I have seen include atomic battery technology, or how marine algae could help feed the world. Do you have the resources to build a business?
Businesses firmly ensconced down an existing path find it hard to leave their comfort zone or jeopardize current revenue streams, and tend to prioritize the value of incremental change, even in the face of new markets, technology, or economic conditions. Efficiency focus strips away resources from innovation.
Startups such as TalkShopLive, YunExpress and ChannelEngine all facilitate order fulfillment via integration with marketplaces and shopping technology. Recently, several retailers that have used TikTok to sell items have informed the Financial Times that “the level of resources needed to sell on the app was not worth the returns”.
In an over-funding environment companies are encouraged to eschew revenues in a land grab to acquire eyeballs, clicks, page views or whatever other vanity metrics give VCs the false comfort that they’re sitting on a gold mine. I believe it’s truly morning in the technology sector. They compete on features, price and execution.
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